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Community-Serving Spaces Study Places of Worship Forum
May 7th 2019
Purpose
To gain a better understanding of existing community-serving spaces and
future needs and to develop long-term tools for retention and/or
enhancement
Objectives
- Identify policy options and tools that are clear, achievable,
economically viable based on community need
- Support and build capacity among not-for-profit organizations and
associations (e.g. legions, community halls, cultural centres, places of
worship)
Core Team
Social Policy, Cultural Services, City-Wide and Regional Planning, Parks and Recreation
Community Serving Spaces Study
3
• Healthy City Strategy
• Making Space for Arts and Culture
• Social Infrastructure Plan
• Resilient Vancouver Strategy
• Poverty Reduction Plan
Alignment with City Policies
4
• Currently facing a growing shortage of spaces for the
delivery of community services and programs.
• Gap between community needs and available spaces is
increasing.
• Existing spaces are facing development pressure and
aging infrastructure and may be at risk of displacement.
Context
5
Context
Vancouver's population is expected to increase by 100,000+ leading up to
2041, a rate of growth that will present significant challenges in meeting
social, cultural, and recreational needs.
Affordability High housing costs, low rental vacancies, high costs and
insufficient childcare spaces, NPO space and cost
pressures
Growing socio-
economic disparity Income inequality in Vancouver is 2.5 times higher than
national average
Changing social
needs
Demographics shifts: e.g. an aging population
New and shifting needs
Acute need for
improved social
resilience Growing recognition of the importance of strong social
networks
6
Scope
COMMUNITY-SERVING
SPACES POLICY
AFFORDABLE HOUSING &
COMMUNITY SPACES INCENTIVE
PROGRAM (AHCSIP)
Places of Worship
Community Halls
Legions
Cultural Centres
Neighbourhood Houses
Community Centres
Artist Studio
Theatre/ Performance Space
Childcare
Social Service Centre
Places of Worship
NPO Housing
Operators/ Societies
PHASE A
PHASE B
NP
O O
wned
Private
ly O
wned
7
Community serving spaces
provide important programs and
services including:
- Childcare
- Low-cost space for non-profit
programs and services (e.g. martial
arts, Girl Guides)
- Low-cost space for cultural
programs, rehearsal, and
performance (e.g. salsa dance
classes, choir, theatre)
- Community kitchens and food
programs
What’s at risk
8
Affordable spaces provide opportunity for:
• Community and cultural connectedness
– Building sense of place and belonging
– Engagement in cultural heritage
• Decreasing social isolation
– Mental health and well being
– Active living
• Decreasing inequality
– Accessible food programs
– Affordable and nearby childcare and other
programs
• Outlet for cultural creativity
– Arts and cultural rehearsal and performance
What’s at risk
9
• [placeholder for now]
– Joming to look at spreadsheet detailing loss of these spaces and
add details
– Rezoning Applications
– Rezoning Inquiries
– Development Permit Applications
– Development Inquiries
Stats on Applications (RZ/DP)
10
• Data collection
– Provincial and Municipal data sources
• Engagement
– Survey (364 of sent, 18% response rate)
– Key Informant interviews (17)
– Focus Groups (2)
– Stakeholder Forums (May 3, May 7)
Overview of Engagement
Types of Sites
Total: 311 sites
264
18
13
10
4 2
Place of Worship
Cultural Centre
Community Halls
Legions
Neighbourhood House
Community Centre NPO
Sites Across the City
12
Places of Worship
NPOs
Sites by Local Area
0
5
10
15
20
25
30
35
40
45
50
Nu
mb
er
of
Sit
es
NPO
PoW
14
Licensed Childcare and Kitchens
Sites
Licensed Childcare
Licensed Kitchen
Sites by age of building
0
1
2
3
4
5
6
7
8
9
10
11
12
13
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010
Nu
mb
er
of
Site
s
Year
16
Community space by type
0
10
20
30
40
50
60
70
80
Perc
en
t
17
Types of Community Groups Served
0
10
20
30
40
50
60
70
80
90
100
~45,000 clients served per month
~540,000 clients served per year
*estimated
Pe
rcen
t
18
Parks gaps
19
Challenges
• Asset Rich/Cash Poor
• High costs to maintain building
• Decreasing members
• Aging congregants/members
• Capacity of members
• Tax status
• Low risk tolerance
What we heard
20
Interests
• Worship space is a priority (for PoW)
• Importance of community ownership
• Include housing
• Mission alignment
• Collaboration and partnerships
What we heard
21
How can the City support development?
• Expedited development process
• Different process from private developers
• Provide specialized information/concierge service
• Provision of grants
• Parking flexibility
What we heard
22
Questions
23
Healthy City Strategy Overview
24
• Video explaining Healthy City Strategy
https://www.youtube.com/watch?v=0kcQ4JQyqek
Healthy City Strategy Overview
25
Examples of how spaces align with HCS goals
– A Good Start
• Childcare, family drop-in programs
– Feeding Ourselves Well
• Kitchens, gardens, etc.
– Healthy Human Services
• Meeting and multipurpose rooms for seniors, newcomers, children programs
– Being and Feeling Safe and Included
• Meeting Rooms for Newcomer, Youth programs
– Cultivating Connections
• Worship spaces
– Lifelong Learning
• Libraries and Multi-purpose Rooms for language and music programs
– Expressing Ourselves
• Performance Spaces for Cultural programs and events
Healthy City Strategy Exercise
26
• Think about your building(s) and the kind of spaces that
provide for programs and services
– List the type of programs and services that operate within spaces
in your building and place it by the Healthy City Strategy goal
that it aligns with.
– Place a yellow dot on the post-it-note if the program/service is
open to the public
Healthy City Strategy Exercise
27
1) In terms of preserving or enhancing your current
facility, what challenges (physical, administrative,
intangible) do you face?
2) If you are redeveloping your property, or were to do so,
what challenges do you face for implementing the aspects
of your mission / mandate that deliver services and
programs to your members and community?
Group Discussion
28
What do see as some ways to overcome some of the
challenges that have been identified?
Plenary Discussion
An Essential Tool for Building Healthier Neighborhoods
Overview & Policy Update
May 7, 2019
Community Amenity Contributions (CACs)
30
• Maintain existing services
• Provide additional amenities & infrastructure to support
new residents & employees
The Growth Challenge
Source: Statistics Canada: Census and City of Vancouver Regional Context Statement (2013)
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
1981 1986 1991 1996 2001 2006 2011 2016 2021 2026 2031 2036 2041
Population
Jobs
31
Community Amenity Contributions (CACs):
In-kind or cash contributions provided by property developers
when City Council grants development rights through rezoning.
Fund a wide variety of public benefits.
Community Amenity Contributions
Planning Ahead Close to Home Benefit Delivery
Public Benefits Delivered
Cultural Childcare
Public Benefits Delivered
Affordable Housing
Public Benefits Delivered
Streetscapes Community Centres
35
• Approved by Council in 2014
• Partnership between Central Presbyterian Church (CPC) and Bosa Properties
• 45 units of social housing owned by Central Presbyterian Church
• 168 units of secured market rental owned by Bosa Properties
• Renewed church & childcare owned by Central Presbyterian Church
Case Study: 1155 Thurlow St
Completed 2018
CAC Policy Work Streams we are exploring:
1. Use
2. Allocation
3. Payment
4. Ownership
5. Certainty
CAC Policy Update - Overview
Updated
CAC Policy
CAC
Implementation
Guidelines
(External Use)
New
CAC Implementation
Guidelines
36
CAC Process
Improvements
Questions/Feedback
37
In-kind Contributions Secured (2010-2017)
40
Heritage Incentive Program - Objectives
New program replacing the
Heritage Building Rehabilitation
Program (HBRP)
• Citywide heritage incentives
• Seismic and structural upgrades
• Support for diverse community values
and places important to communities
• Retention and continued use
• Privately owned properties, including
non-profit
• Sustainable heritage conservation
• Long term protection
• Simplified application process
York Theater
Pennsylvania Hotel
HIP – Grant Incentive
41
• Eligible grant = $100 per sq. ft. of total floor area
• Up to 50% of eligible heritage costs
• $4.0 M maximum
Building Total Floor Area
(sq. ft.)
Max. Eligible Grant
(@ $100/sq. ft.)
$
Min. Eligible Cost
(required to qualify for
the maximum grant)
$
10,000 1,000,000 2,000,000
20,000 2,000,000 4,000,000
30,000 3,000,000 6,000,000
40,000 + 4,000,000 8,000,000
“A” listed designated sites
of additional complexity
(churches) less than 40,000
sq. ft.
4,000,000 8,000,000
City of Vancouver Forum
Use and Revitalisation of
Community Serving Spaces
May 7th 2019
A BC non-profit society. Created in 2013 with
support from Vancity
Independent volunteer Board.
Support community-based organisations to
leverage their assets to further their Mission
Develop, own and operate below-market rental
housing and create affordable community
program/admin space
Bring development expertise and “social” equity
to develop real estate assets for community
benefit
Focused on serving residents with household
income in the range of $25,000 to $80,000 p.a.
Seven projects under development
600+ rental homes; $200+MM
Catalyst – A Non-Profit Real Estate Developer
Western Front, Vancouver
$6.43M
ANNUAL REVENUE REDUCTION
FROM MARKET RENTAL RATES
504,335
SQ FT RESIDENTIAL SPACE
78,000
SQ FT COMMUNITY NON-PROFIT & COMMERCIAL
SPACES
Our Impact
Church built in 1956
Challenges: declining congregation;
obsolete building; asset rich/cash
poor
Offers from developers – didn’t meet
objectives
Catalyst/Church in joint venture for
co-development/ownership
Six storey mixed use building - new
10,000 sq. ft. church/community
space; 46 below-market rental
homes; retail space for revenue.
Total project value: $33.3M
Construction started – August 2017
Anticipated completion: late 2019
Current Project - Oakridge Lutheran Church, Vancouver
Catalyst building on leased City land.
145 homes; ground floor commercial space
Also, working with community based organization
Org wants new space but can’t relocate twice
Relocating to this project and redeveloping
Current Project – 2221 Main Street, Vancouver
Church wanted to redevelop
Wanted community space in
addition to Church
Mixed use: church/community
space (6,000 sq. ft.); non-profit
Children’s Centre (23,000 sq. ft.);
55 below market rental housing
apartment homes
Catalyst and Church co-developing.
Shared ownership at completion
Kinsight to purchase space for
Children’s Centre.
Total Project Cost: $34.8 M
Construction start: Feb 2019
Anticipated completion: late 2020.
Current Project – St Andrews United, Port Moody BC
Kinsight – Portfolio Review
Many properties: large and small
Wanted to be more proactive, less
reactive
Discussion of Mission
Clarity on Priorities
#1 – Children’s Centre
THEN, we looked at real estate
Didn’t fit – that’s why it hadn’t happened
in 10 years
Looked at other options
What Makes It Work? Clarity of Mission and Priorities!
St Andrews United
Had been considering re-development for 10 years+
Focused on real estate and financials
Conversations re: Mission and Priorities
Went away for six months: clarity of Mission/Vision
Wanted a community-based org INSIDE their project
What Makes It Work? – Mission and Capacity
MISSION AND VISION
"The IDEA"
FEASIBILITY "The
CONCEPT PLAN"
"The BUSINESS
PLAN"
Pre-Rezonin
g
Rezoning Application
CONSTRUCTION OCCUPAN
CY
Mission and Vision
o Real estate project must be based on the Mission and the Vision of your
Organisation.
o Articulate your top Priorities i.e. the ones that will move the Mission forward most
effectively.
Organisational Capacity o Board
o Staff
o Financial
o Systems/processes
o THEN look at real estate to see how it can deliver your Priorities to move your
Mission forward, taking into account Capacity.
MISSION AND VISION
"The IDEA"
FEASIBILITY "The
CONCEPT PLAN"
"The BUSINESS
PLAN"
Pre-Rezonin
g
Rezoning Application
CONSTRUCTION OCCUPAN
CY
Phase 2 – Concept Plan and Feasibility
• High-level concept design expressing Project Vision.
• Review current and future municipal policies
• “Order of magnitude” financial feasibility analysis
• Capital AND Operating Budgets
• Meet with municipality
• Review of project funding and financing options.
• Define budget and funding for Phase #3: Business Plan for preferred option
• Go/No go on net phase
What Makes It Work? – Feasibility
What Make It Work? – Things to Avoid?
MISSION AND VISION
"The IDEA"
FEASIBILITY "The
CONCEPT PLAN"
"The BUSINESS
PLAN"
Pre-Rezonin
g
Rezoning Application
CONSTRUCTION OCCUPAN
CY
• Over-design: balance between “blue sky” and pragmatic deliverable project.
• Lack of space that can generate revenue: consider ratio of revenue generating vs
non-revenue generating space
• Getting too detailed too soon: need step by step approach, testing feasibility
along the way
• Getting attached to a ”sexy” design: focus on how the project can forward
mission
• Selling your asset!
For Further Information
Robert Brown
President
Catalyst Community Developments Society
90-425 Carrall Street
Vancouver BC
V6B 6E3
www.catalystcommdev.org
Phone: 604-649-7969
53
Wrap-Up
54
Timeline
2019 2020
May July Sept Nov Jan Mar May
Community Serving Spaces Study
Affordable Housing & Community Spaces Incentive Program
CAC Policy
Heritage Registry Update